The SLS quantifies the minimum acceptable (technical) standard of service that is required. Performance measurement in terms of the standards laid out in the SLS can be considered in terms of critical success factors and key performance indicators. For example, the SLS in a cleaning contract could describe the maximum amount of dust or debris which is permitted to remain following cleaning, as part of the overall standard of cleaning to be achieved.

If organisations are defining and specifying their requirements for the first time, there can be a risk that they incur higher costs as a result of over-specifying the service (compared with wha was in place previously). Value management can help safeguard against this by ensuring that only services that are genuinely of value are specified.

SLSs should not be regarded as fixed but are capable of being continuously improved as circumstances and requirements change and experience allows changes in specification to yield better results and improved value. Clear and open communication with the service provider is essential to optimise this process.